Stand up to bullying chief executive

Staff must stand up to bullying CEO to eradicate a fear culture once and for all, advises management expert Roger Delves.

We have a new chief executive who appears to have made it his mission to introduce a "fear culture" to the company. Staff are regularly hauled into his office for a dressing-down and threats of job loss are issued on a daily basis. As a result the mood on the floor is somewhat jittery. How on Earth are we supposed to work in such a negative environment? SS, Abu Dhabi

I do wonder why people choose to behave in this manner. The old adage says “Treat them mean, keep them keen”, but I must say I have never once found this to work in practice. I have never employed the technique, but when it is employed on me, I simply get demotivated and swiftly start looking either to get rid of the boss who behaves in that sort of way, or to find a better place in which to ply my trade.

The thing is that how well we work is directly linked to how we feel about the organisation. If we like, admire and trust the organisation then we will want it to do well, and will work hard to help make sure that it does so. But if the organisation’s attitude towards us shifts, then our attitude towards the organisation will also change. The management may not notice that attitude shift until it shows up as a drop in our performance levels, by which point (far too late in the process) they may try to take some action, only to find employees pushing each other aside in the rush for the exit.

Just to be absolutely clear, the chief executive behaviour you describe is nothing other than bullying. Many of us encountered bullying at school, and very few of us liked it. The advice we are always given is to stand up to the bully, because a bully is usually a coward. I think this advice also serves us well in the workplace.

The chief executive who acts as you describe is a bully and (probably) a coward as well. Often the reason behind the behaviour is a deep-seated lack of the kind of self-esteem that a leader needs to perform well. Without this self-esteem or self-confidence, the chief executive needs the constant reassurance that his or her power is in place and working, and this reassurance is provided by the responses of the workforce to the dressings-down and threats of dismissal. So don’t give that reassurance.

Make it clear that you don’t find bullying behaviour acceptable and that it has no role in the chief executive function as you see it. Of course there may be a row, but what have you got to lose? Do you really want to continue to work for such a foolish man? In the face of his threats of dismissal, make it clear that either he must change or you must leave. Encourage others to take a similar stand. Leaders, however powerful they appear to be, can lead only with the permission of their followers. If this permission is withdrawn, then the leader’s position quickly becomes untenable. The same is true of bullying: nobody can be bullied against their will, so don’t be an accessory to something which you find wrong and unacceptable.

Being pragmatic for a moment, don’t forget that if he does attempt to dismiss you and you don’t want to go, he must be able to show grounds for dismissal, and a visit to HR may well persuade him that in fact he has no grounds at all. Nobody can be dismissed on a whim or without evidence of wrongdoing or incompetence.

Doctor’s prescription

We all get the culture we deserve – so if you continue to allow your new leader to bully and bluster his way through the role, you will deserve the jittery, self-interested, low-motivation culture that will undoubtedly flourish. If, on the other hand, you stand up to this behaviour you’ll get a new chief executive: perhaps the existing one will see the futility of his behaviour and change, or maybe others will see it and will remove him. Either way, you’ll find your place of work happier, less stressful and more productive as a result.

Roger Delves is the director of the Ashridge Executive Masters in Management and an adjunct professor at the Hult International Business School. He is the co-author of the book The Top 50 Management Dilemmas: Fast Solutions to Everyday Challenges. Email him at [e-mail] for advice on any work issues

Follow The National's Business section on Twitter